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  <title>SalesResources.com - Questioning and Listening Articles</title> 
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<item>  <title><![CDATA[Questions Are The Answer]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1560</link>   <description><![CDATA["Everyone says to ask questions but how do I discover my prospects needs or problems without sounding like Im interrogating her?"  I hear some version of that question on a regular basis.  The idea that questions are the key to uncovering opportunities is well established but many sellers have difficulty in applying the principle and some question whether questions are even the appropriate technique.In a short article such as this we cant delve into the topic of questioning in depth but we can address the basic issue of the overall role of questions as a tool in the needs analysis phase of a sale. (If youd really like some in-depth discussion of questions in selling Id refer you to Secrets of Question Based Selling by Thomas Freese, OPEN Question Selling by Jeff and Val Gee, or Questions that Sell by Paul Cherry.)Even if weve done extensive research and believe we have uncovered an issue or a problem that our prospect may or may not know about but that they need to addres]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1560</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[Ask The Right Questions To Get The Best Answers]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1287</link>   <description><![CDATA[When I was a kid, one of my favorite games was "Twenty Questions." Remember the drill? Animal, vegetable or mineral? Living or not? Famous? Male or female? And so on, until you had either guessed the correct answer or exhausted your quota. Dont forget, they could only be answered with a yes or no, which limited the information drastically.The better the question, the better the chance of getting the answer. It took me a while to figure out how to best reach my conclusion. I had to think fast, and plan my questions so that they got narrower and narrower. I had to listen very carefully to the answers before I asked the next question, or I might waste a turn.Alan Freitas, who is president of Priority Management, challenged me with this question: What kind of questioner are you? Asking questions will get you information; but asking the right kind of questions will get you better information sooner, as well as help establish rapport and trust.Freitas doesnt like the Twenty Que]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1287</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[Question, Listen, Solve, And Presto A Sale Is Made]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=359</link>   <description><![CDATA[Most sales people still feel their rapport building or personality is the reason why sales are made, but customers want problems solved, in addition to saving time, money, or anything else that impacts their bottom line. Sales pros today are made up of people who can identify and solve customer issues, those who cannot will fall behind. Its simple, if you can solve or successfully address an issue a client has, you will gain a major competitive edge. Why do most sales people fail?- They love to hear themselves talk. - They simply cannot listen. - They think too much about what they are about to say versus actually listening. - They NEVER write things down. - They have no questions planned or written out.Sales could be simple, if we just take our ego out of the equation. Sales is nothing more than following the sequence below: Ask well thought out "Open-Ended" questions (questions starting with what, how, or why). Listen, I mean REALLY listen and do not]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=359</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[The Acid Test Of Listening]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1228</link>   <description><![CDATA[<b>Paraphrase Your Customers Words</b>The customer is only sure that you have been listening when you paraphrase what the prospect has said and feed it back in your own words. This is where the rubber meets the road in effective listening. This is where you demonstrate in no uncertain terms to the prospect that your listening has been real and sincere. This is where you show the prospect that you were paying complete attention to what he or she was saying. Paraphrasing is how you prove it.<b>Question for Clarification</b>When the prospect has finished explaining his or her situation to you, and you have paused, and then questioned for clarification, you paraphrase the prospects primary thoughts and concerns, and feed them back to him or her in your own words.<b>Use the Right Words</b>For example, you might say, "Let me make sure I understand exactly what you are saying. It sounds to me like you are concerned about two things more than anything else, and that in the past ]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1228</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[The Art Of Listening]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1061</link>   <description><![CDATA[Great sales leaders understand business-to-business sales (b2b sales) effectiveness starts with strong listening skills.  These savvy sales managers know that their ability to get their team to listen to prospects and customers carefully will have a direct impact on the results produced.  So they coach their sales people to develop positioning statements that frame the issues, questions sets to uncover potential needs, and follow up questions to create urgency around solving the problems and opportunities identified. Sales teams who go through this type of exercise are miles ahead of the competition.  You already do this, dont you?  The more question sets you can develop (one for each issue your product or service can potentially solve), the stronger your sales conversations will be. But heres the challenge. Sometimes there isnt a compelling reason.  Sometimes the prospect or client has already solved the issue your product or solution can address.  Other times they may have]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1061</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item>
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